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The data has been provided by the protagonist in the form of interviews, tables and figures.

Abdul and his team, comprising MS Finance graduates from Lahore University of Management Sciences, embarked on a transformative process that led to the inception of their startup, Ingine. Originating from a discarded idea of importing recycling machines, the team pivoted to address a significant gap in the influencer marketing industry. They envisioned a subscription-based software-as-a-service platform that streamlines interactions between influencers and businesses, emphasizing secure payment processing, messaging and feedback features. The narrative underscores the intricate connection between influencer marketing and the return on investment for small businesses, recognizing the challenge of decoding tangible financial gains. Ingine’s mission is to unravel this puzzle, optimizing small businesses’ investments in influencer marketing while navigating the complexities of crafting a competitive influencer compensation model. The team’s background, strategic considerations and commitment to fostering sustainable relationships between influencers and businesses serve as a compelling backdrop to Ingine’s entrepreneurial aspirations.

The case can be used in entrepreneurship and entrepreneurial finance. The case can be used in undergrad, master’s, MBA, executive MBA and short executive programs. The complexity of a case can be increased or decreased depending on the level of class, i.e. start, middle or end of the course, and the time allocation, i.e. 90 min.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

This case study exposes students to the process of decision-making given the market uncertainty, evolving shareholder expectations and other variables that executives and managers must consider ensuring business continuity and growth and helps students develop an appreciation of the impact emerging technologies are having on organizational digital transformation. This case study evaluates the strategic considerations for whitespace digital solutions into existing organizational operations, balancing innovation with core operating principles; exposes the students to the drivers of fostering a culture of innovation and employee buy-in during strategic digital transformation initiatives; and evaluates and appreciates the role of key stakeholders, such as customers, employees and executive management, in shaping a successful digital transformation strategy and promoting sustained business growth.

Vidhii Partners, a leading Indian law firm, grapples with the burgeoning demand for legal services in a rapidly evolving market. Traditional methods may struggle to keep pace, prompting Vikram Wadehra, a partner, to champion the adoption of Generative artificial intelligence (GenAI) technology. Vidhii Partners embarks on the development of two GenAI tools: VidAI, an AI-powered chatbot designed to democratize access to legal information, and VidAI Pro, a business-to-business offering aimed at streamlining legal research and drafting. Wadehra envisions these tools not only enhancing efficiency but also fostering a culture of legal awareness and generating new business opportunities. However, crucial decisions remain. Can Vidhii Partners bridge the potential gap between innovation and the firm’s established practices? How can they effectively integrate GenAI into their operations while ensuring user trust and employee buy-in? This case study presents a rich opportunity to explore the challenges and opportunities associated with digital transformation in the legal sector. Students will grapple with themes such as navigating market uncertainty, fostering a culture of innovation within a traditional organization and developing effective strategies for stakeholder management during change initiatives. Through the lens of Vidhii Partners’ GenAI journey, students gain valuable insights into the complexities of embracing disruptive technologies within a dynamic business landscape.

This case study is designed for masters level (MBA).

Teaching notes are available for educators only.

CSS 11: Strategy.

There has been considerable discussion about the poor outcomes of irresponsible management, which are often discussed as being the result of “shortcomings” of contemporary capitalism: runaway self-interest, quarterly focus, elite orientation, volume orientation, and one-pattern capitalism (Kim, 2022). In order to address such shortcomings in business education, particularly with strategy-related modules that were taught with a focus on creating “shareholder value,” the Sustainable Decisions and Organisations (SDO) module was designed by academics as the capstone module for the master of business administration (MBA) program and delivered with the aim of developing capabilities of students to be leaders and future generators of sustainable value for business and society at large. The students participating in the module are shown how a “stakeholder” approach to developing business strategy can lead to more sustainability-oriented value creation. The module addresses how companies can contribute to “sustainability” by aligning their economic/financial, societal, and ecological impacts with limited resources through strategy. This contribution discusses the implementation of this module and demonstrates how students are provided learning opportunities around how sustainability-related issues can be embedded into a business organization's strategy to enhance the organization's performance while addressing risks by working with stakeholders to create value and thus be able to contribute to relevant UN Sustainable Development Goals (SDGs).

Previous research suggests that emotional intelligence (EI) may benefit managers when resolving conflicts. However, past studies relied on self-reports of EI and conflict management styles, and a theoretical model explaining the mechanisms of the link between EI and conflict management outcomes for managers is still missing. This study aims to test a theoretical model proposing that during conflicts, managers with higher performance-based ability EI are perceived as warmer and more competent, which in turn contributes to higher conflict management effectiveness.

A total of 108 Executive MBA students with managerial experience completed a performance-based EI test designed for the workplace and engaged in a conflict management exercise during which they were videotaped. In the exercise, managers spontaneously responded to video-based vignettes in which “employees” addressed them regarding a work-related conflict (e.g. a disagreement regarding tasks and working hours). Independent observers (n = 262) rated the managers’ videotaped responses on items tapping warmth, competence and conflict management effectiveness.

Managers with higher performance-based EI (in particular, emotion regulation in oneself and emotion management in others) received higher observer ratings on warmth, competence and conflict management effectiveness. Warmth and competence fully mediated the link between EI and effectiveness.

These results demonstrate that managers’ performance-based EI translates into actual work-related behaviors and outcomes. Implications for training EI and effective conflict management are discussed.

Organisational responses to the United Nations Sustainable Development Goals depend on the competency and mindset of business leaders to lead responsibly. This study is informed and underpinned by the Principles of Responsible Management Education. This study aims to examine how embedding the “sustainability mindset principles” within a university programme can contribute to responsible management education and, by extension, leadership development.

An illustrative case study using 84 students was applied, including undergraduate, postgraduate and executive Master of Business Administration students. An exploratory, qualitative design was followed, primarily adopting focus groups.

Evidenced learning gains in connecting sustainability knowledge with personal beliefs and behaviours, provide a compelling basis for educational and business practitioners to focus on the sustainability mindset principles (SMPs). Mapping of mindset against leading global competency frameworks provides important theoretical insight. Learning is illustrated through multiple dimensions (i.e. cognitive, behavioural and affective) to inform leadership development approaches.

The mapping of sustainability competency frameworks against the SMP, alongside qualitative research insights, provides a compelling basis for further research into the learning gains from embedding the mindset principles. The situated nature of the study and the lack of longitudinal measurement of what students take forward into their lives and workplaces is a limiting factor to be considered.

This study evidences the value of “whole-person” learning for responsible management, which can helpfully inform the design of both educational and workplace leadership development programmes.

This study is original in the pedagogic examination of the learning dimensions of the SMPs in a Business and Management programme. It also offers new insights in terms of the implications for leadership development.

Traditionally, the banking and financial sectors have pioneered adoption of new technologies and business models. One important digital banking model that has proven its efficacy in recent times, is Digital-Only Banking (DOB) where consumers interact with their banks through digital channels only. Having detailed knowledge of what actually happens at the consumer level during the adoption of new digital models and technologies is paramount to the success of these technological initiatives. The present study aims to investigate DOB adoption behavior and possible barriers using a quantitative approach at the consumer level. A conceptual model is developed by extending the Unified Theory of Acceptance and Use of Technology (UTAUT) model, incorporating Trust (TR), Perceived Risk (PR) constructs and cultural moderators of Individualism (IDV) and Uncertainty Avoidance (UA).

For this study, an online survey instrument was created and administered in Iran. The research sample was selected through the application of purposive sampling. Data from 788 respondents were analyzed. The proposed model was tested using Partial Least Square.?.s Structural Equation Modeling (PLS-SEM).

The results show that DOB adoption is positively influenced by Effort Expectancy (EE), Social Influence (SI), and Facilitating Conditions (FC), while PR negatively influences DOB adoption intention. Unexpectedly, the results indicate that TR has no significant impact on DOB usage intention. Additionally, this study demonstrates that with individuals having a low level of IDV, the relationship between PE and BI is stronger, and with individuals having a low level of UA, the impact of SI on BI is stronger. It also reveals that the impact of TR on BI is stronger in low individualistic cultures.

DOB providers should enhance support features of their services or provide facilities that make it simpler for users to accomplish online transactions. Here, in order to improve the UI/UX design of their apps, DOB product managers should carefully observe the technical guidelines of the operating systems of digital devices, such as the Human Interface Guidelines (HIG) for iOS and Material You for Android. Additionally, DOB providers should build partnerships with mega online retailers to provide hassle-free and easy to use payment solutions for consumers.

DOB, as a novel and business model, has been investigated in very few studies, especially regarding any which focus on its adoption. To fill this gap, this research investigates DOB adoption through a modified version of the UTAUT model. The findings of this study suggest that future research regarding DOB should consider sources of TR, types of non-adopters, and context. This study, as the first of its kind in DOB literature, also highlights the significant role played by cultural values in customer behavior regarding DOB adoption.

This paper aims to explore the role of heuristics in the reassessment of relationship events and how it influences perceptions of commitment, fairness and relationship value. It answers the question of how heuristics interrelate with decision-makers’ evolving interpretations of commitment, fairness and relationship value in a specific buyer-supplier relationship.

This paper presents data from a longitudinal study of an evolving buyer–supplier relationship involving a multinational supplier of fast-moving consumer goods and a medium-sized and highly specialized supplier. It analyzes qualitative data about the use of heuristics in buyer–supplier relationships, and it is based on evidence collected from interviews, presentations, meetings and secondary data.

This paper shows that a buyer’s unexpected behavior can lead to a reassessment of commitment, fairness and relationship value. Heuristics can delay relationship reassessments, however. The case shows that heuristics have a preserving quality and that the effect of transformative events only slowly changes the perception of the value of the relationship. In this change process, the link between commitment, perceived fairness and heuristics is crucial.

This paper contributes to research on the relationship between buyer–supplier relationships and heuristics. In particular, the paper contributes to the understanding of how relational events in a buyer-supplier relationship change the commitment and perception of fairness, and how heuristics change accordingly. On a more overarching level, the study contributes to our understanding of business relationship dynamics.

The aim of this study is to analyse the factors that contribute to the disclosure of relational liabilities (RLs) of the US companies.

The study uses content analysis to examine the disclosure of RLs in annual reports of the US companies listed on the Nasdaq-100 index from 2013 to 2015.

The study finds a positive correlation between the disclosure of RLs and gender diversity of the board of directors as well as the education level of the CEO. By contrast, the disclosure of RLs is negatively associated with the age of the CEO. Companies in knowledge-intensive industries also tend to disclose more information about their RLs than those in other industries.

This study focuses on the determinants of RLs, whereas previous research has mainly examined the positive impact of voluntary disclosure of intellectual capital on financial performance. The main objective of this study is to shed light on the factors that influence the disclosure of RLs.